CMMI for Acquisition Organizations - Software Engineering Institute
CMMI for Acquisition Organizations - Software Engineering Institute
CMMI for Acquisition Organizations - Software Engineering Institute
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<strong>CMMI</strong> <strong>for</strong> <strong>Acquisition</strong><br />
<strong>Organizations</strong>: The Next Wave of<br />
Outsourcing<br />
2006 SEPG, Nashville<br />
Fred Killeen<br />
Chief Technology Officer and Director<br />
of the Systems Development Factory,<br />
General Motors Corporation
Our Products<br />
1 in every 6 cars built in the world is from the GM Automotive<br />
Network<br />
GMC<br />
Chevrolet<br />
Cadillac<br />
Saturn<br />
Vauxhall<br />
Saab<br />
Holden<br />
Opel<br />
Hummer<br />
Pontiac<br />
Daewoo<br />
Buick
General Motors Corporation<br />
World’s largest provider<br />
of transportation<br />
products and related<br />
services<br />
Sells products in more<br />
than 200 countries<br />
Manufacturing operations<br />
facilities in 33 countries<br />
Sold 9.17 million cars and<br />
trucks globally in 2005<br />
327,000 global employees<br />
14,000 dealers help GM<br />
deliver to the market<br />
2005 revenue of $193<br />
billion
Manufacturing at GM<br />
178 Plants located in<br />
33 Countries<br />
Approximately 5,000<br />
parts in each vehicle<br />
$104 billion of material<br />
and services purchased<br />
annually<br />
375 million sq ft of<br />
Manufacturing space<br />
including Joint Ventures<br />
14 million pounds of<br />
material received daily<br />
3,200 sources provide<br />
delivery "just in time"
Why IT Means Business at<br />
General Motors?
Crash Tests Through the Years
Crash Tests Today
Visualizing Product Be<strong>for</strong>e Build
OnStar: Innovative Services <strong>for</strong><br />
Subscribers<br />
Automatic Airbag Crash Notification<br />
OnStar Vehicle Diagnostics which is a<br />
monthly email from vehicle to its<br />
owner<br />
Turn by Turn which is a new<br />
navigation service that has just<br />
launched<br />
OnStar is the 2005 CIO Enterprise<br />
Value Awards Grand Winner
The IT Outsourcing Process at GM<br />
First<br />
Generation<br />
1984-1996<br />
IT<br />
Supplier<br />
IT<br />
Supplier<br />
Second<br />
Generation<br />
1996-2003<br />
IT<br />
Supplier<br />
IT<br />
Supplier<br />
IT<br />
Supplier<br />
Third Generation<br />
2003→<br />
IT<br />
Supplier<br />
Enterprise<br />
IT<br />
Supplier<br />
IT<br />
Supplier<br />
IT<br />
Supplier<br />
IT<br />
Supplier<br />
Management<br />
IT<br />
Supplier<br />
IT<br />
Supplier<br />
IT<br />
Supplier<br />
<br />
GM purchases<br />
EDS: all IT<br />
employees<br />
transferred to<br />
EDS<br />
<br />
<br />
<br />
EDS business unit<br />
split off<br />
GM IT <strong>for</strong>med<br />
Adoption of <strong>CMMI</strong><br />
<br />
<br />
<br />
Multi-Supplier<br />
environment<br />
Business Process<br />
Outsourcing<br />
<strong>CMMI</strong> <strong>for</strong> <strong>Acquisition</strong>
Standardize IT Processes<br />
Manage<br />
Business<br />
Engagement<br />
Measure<br />
Business<br />
Results<br />
1 2<br />
System<br />
System<br />
Requirements<br />
Verification &<br />
Development<br />
Validation<br />
5 6<br />
System<br />
Project<br />
Code<br />
&<br />
Management<br />
Document<br />
Management<br />
14<br />
16<br />
System Delivery<br />
using <strong>CMMI</strong> framework<br />
Service Delivery<br />
using ITIL framework<br />
Service Level<br />
Management<br />
Availability<br />
Management<br />
Create & Sustain In<strong>for</strong>mation Systems<br />
3 4<br />
System<br />
System<br />
Architecture<br />
Deployment<br />
Development<br />
Management<br />
15<br />
Service<br />
Continuity<br />
Management<br />
17<br />
Capacity<br />
Management<br />
GG<br />
7<br />
9<br />
11<br />
18<br />
Service Support<br />
using ITIL framework<br />
13<br />
Service Desk<br />
Management<br />
Problem<br />
Management<br />
Release<br />
Management<br />
Security<br />
Management<br />
Operations<br />
Monitoring<br />
8<br />
10<br />
12<br />
Incident<br />
Management<br />
Change<br />
Management<br />
Configuration<br />
Management<br />
Security & Compliance<br />
Audit<br />
Management<br />
30<br />
31 32<br />
Key to Outsourced Model<br />
SOX<br />
Management<br />
Export<br />
Control<br />
Management<br />
Manage Architecture<br />
& Standards<br />
Architecture<br />
Management<br />
Standards<br />
Management<br />
Contract Management<br />
39 19<br />
40 41<br />
Bill Of<br />
Contract<br />
Of<br />
<strong>Acquisition</strong> Per<strong>for</strong>mance<br />
Contract<br />
Planning<br />
Management Management<br />
Management<br />
20 21<br />
Contract<br />
Contract<br />
Governance<br />
Approval<br />
& Issue<br />
Management<br />
Management<br />
25<br />
33<br />
34<br />
27<br />
<strong>Software</strong><br />
License<br />
Management<br />
Finance Management<br />
Lease<br />
Management<br />
26<br />
28<br />
Management Enablers<br />
Asset<br />
Management<br />
Cost<br />
Management<br />
35 36<br />
Bill Of IT<br />
Management<br />
Strategic Planning<br />
Investment<br />
Portfolio<br />
Management<br />
42<br />
Purchasing<br />
Order<br />
Management<br />
Request<br />
Management<br />
22<br />
Work<br />
Release<br />
Management<br />
24<br />
29<br />
Application<br />
Portfolio<br />
Management<br />
37 38<br />
Balanced<br />
Project<br />
Scorecard<br />
Portfolio<br />
Management<br />
Management<br />
23<br />
Supplier Management<br />
Request-to-Pay<br />
Payment<br />
Management<br />
43 44<br />
Budget &<br />
Appropriation<br />
Forecast<br />
Management<br />
Management<br />
Y<br />
Internally Focused<br />
Human Resource<br />
Management<br />
Communications<br />
Management<br />
Version: 11 Nov 2005<br />
Copyright 2005 General Motors Corporation. All rights reserved.
GM Challenges Using <strong>CMMI</strong><br />
<strong>CMMI</strong> does not effectively address acquirer<br />
needs:<br />
Contains work not executed by the acquirer<br />
Does not address some required work<br />
Lacks precise definition of the acquirersupplier<br />
relationship
GM/SEI Joint Project: The Initial <strong>CMMI</strong>-A<br />
Develop an <strong>Acquisition</strong> Model that con<strong>for</strong>ms<br />
with the <strong>CMMI</strong> architecture<br />
Involve industry and government agencies<br />
in developing and piloting the initial <strong>CMMI</strong>-A<br />
Make the <strong>CMMI</strong>-A available <strong>for</strong> initial<br />
industry and government use in 2006
Major Design Goals of Initial <strong>CMMI</strong>-A<br />
Clarifies the acquirer-supplier relationship<br />
Defines minimum set of acquirer practices<br />
Provides a lean model<br />
Usable by government and industry<br />
Results in a complete, appraisable model
The Acquirer-Supplier Relationship<br />
Acquirer<br />
Supplier<br />
<strong>Acquisition</strong><br />
Organization<br />
Contractual<br />
Touchpoints:<br />
Deliverables<br />
and<br />
Metrics<br />
Acquirer<br />
Facing<br />
Team<br />
Development<br />
Center<br />
Deployment<br />
Center
Minimum Set of Acquirer Practices<br />
Business<br />
Need<br />
Solution<br />
Acquirer<br />
<strong>Acquisition</strong><br />
& Project<br />
Planning<br />
Define Req. &<br />
High-Level<br />
Solution<br />
Supplier<br />
Evaluation &<br />
Selection<br />
Project Oversight /<br />
Supplier<br />
Management<br />
System<br />
Acceptance<br />
Transition<br />
Mgmt<br />
Acquirer & Supplier Contractual Touch Points: Deliverables and M<br />
etrics<br />
Supplier<br />
Plan<br />
Design<br />
Develop<br />
Integrate<br />
& Test<br />
Deliver &<br />
Maintain
<strong>CMMI</strong> <strong>for</strong> <strong>Acquisition</strong>: A Lean Model<br />
Business<br />
Need<br />
Solution<br />
Acquirer<br />
<strong>CMMI</strong> <strong>for</strong> <strong>Acquisition</strong><br />
Project<br />
Planning<br />
Requirements &<br />
Technical<br />
Solution<br />
Solicitation<br />
and Contract<br />
Development<br />
Project &<br />
<strong>Acquisition</strong><br />
Management<br />
Verification and<br />
Validation<br />
Acquirer & Supplier Contractual Touch Points: Deliverables and Metrics
5<br />
4<br />
3<br />
2<br />
1<br />
Maturity Levels <strong>for</strong> Acquirers<br />
Focus on integrated<br />
supply chain<br />
Projects, suppliers, solutions<br />
quantitatively measured<br />
and controlled<br />
Standard processes &<br />
standard contracts across<br />
a portfolio of projects<br />
Basic Project and<br />
<strong>Acquisition</strong> Management<br />
Unpredictable and<br />
reactive execution<br />
Initial<br />
Managed<br />
Defined<br />
Optimizing<br />
Quantitatively Managed
Next Steps<br />
Release initial <strong>CMMI</strong> <strong>for</strong> <strong>Acquisition</strong> Model in<br />
May 2006<br />
Publish <strong>CMMI</strong> <strong>for</strong> <strong>Acquisition</strong> book with GM,<br />
industry and government examples in August<br />
2006<br />
Pilot the initial <strong>CMMI</strong>-A with government and<br />
industry throughout 2006 and 2007
Acknowledgements<br />
General Motors<br />
– Kathryn Dodson (EDS)<br />
– Zahira Gonzalvo (GM)<br />
– Gowri S. Ramani (HP)<br />
– Hubert F. Hofmann (GM)<br />
– Joyce Statz (Borland)<br />
– Deborah K. Yedlin (GM)<br />
NASA<br />
– John Kelly<br />
– Chuck Niles<br />
– Pat Schuler<br />
<strong>Software</strong> <strong>Engineering</strong> <strong>Institute</strong><br />
– Anita Carleton<br />
– Matt Fisher<br />
– Brian Gallagher<br />
– Mike Konrad<br />
– Jim Over<br />
– Bill Peterson<br />
OUSD(AT&L)/DS<br />
– Kristen Baldwin<br />
Reviewers<br />
– Over 150 reviewers from<br />
more than 40 companies<br />
and government agencies
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